000			01633naa a2200205uu 4500
001			9092914154137
003			OSt
005			20190211165606.0
008			090929s2009 xx ||||gr |0|| 0 eng d
100	1		_aGORDON, Ray _937877
245	1	0	_aPower, rationality and legitimacy in public organizations
260			_aMalden, MA : _bBlackwell, _cMarch 2009
520	3		_aIn this paper we propose answers to the research question: how does power shape the construction of legitimacy in the context of public organizations? We suggest that while organizational structures of dominancy will be embedded, not all structures of dominancy align with those that are normatively presented as legitimate and authoritative. Such situations make the creation and sustenance of legitimacy problematic for organizational action. This paper advances our understanding of the relation between power, rationality and legitimacy by showing how structures of domination recursively constitute, and are constituted by, legitimacy that may not be authoritative. We show, empirically, how these relations prevented a police organization from reforming by breaking the recursive patterns of domination and legitimization. Theoretically, we argue that understanding organizational change must be connected to issues of power and legitimacy.
700	1		_aKORNBERGER, Martin _937878
700	1		_aCLEGG, Stewart R. _92272
773	0	8	_tPublic Administration: an international quarterly _g87, 1, p. 15-34 _dMalden, MA : Blackwell, March 2009 _xISSN 00333298 _w
942			_cS
998			_a20090929 _b1415^b _cDaiane
998			_a20091009 _b1347^b _cCarolina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c30195 _d30195
041			_aeng